Human Resource Management Notes

People are our most valued resource ‘New’ emphasis on achieving organisational success through management of people HRM as the ‘organisation’s conscience’ – where workers can expect to be treated with fairness HR ‘Process’ – recruitment, selection, training and development, performance management, reward and motivation, redundancy ‘Hard’ – ‘military’ model – management as commander – dictates strategy, then HRM follows – quantitative emphasis on the numbers ‘Soft’ – HR managers may have influence on strategy

Conscience of the firm or a strategic partner

Issues of HRM

Often the benefits of HRM oversold Employers may not be able to deliver on the promise of HRM - often the quest for ‘success’ (profits and survival) can necessitate cutting employee’s conditions The best HRM techniques and high commitment workplaces will not necessarily ensure success – they can’t protect the organisation against pressures from international competition and the global financial system Researchers have sought unsuccessfully to find direct links between HRM practices and organisational success IR regulation and unions have not disappeared

Job Design
Recruitment and selection
Training (learning) and Development
Performance management
Career Development and succession
Employment Relations
Ethics

Quality of work/life – employers try to give employees a balance of work and life Ethics – relationship between the firm and the environment

Chapter 1

The focus of HRM is on the managing people within the employer employee relationship. Specifically, it involves the productive use of people in achieving the organisation’s strategic business objectives and the satisfaction of individual employee needs. It adds value by designing and implementing HR practices and policies that motivate employees to translate their know-how into productive behaviour. HRM affects customers, business results, and shareholder value. Human capital is their most important resource.

HR has a positive effect on organisation performance by increasing employee knowledge, skills and abilities (KSAs), empowering employees to act, and motivating them to perform.

Human capital is the knowledge, skills and abilities present in an organisation’s human resources. It is the product of learning, education and training. Social capital describes the strengths of personal relationships existing within an organisation. It promotes knowledge sharing, employee motivation, teamwork, collaboration and willingness to get things done.

The HRM manager is responsible for performance. The position helps to achieve the strategic business objectives of the organisation. It deals directly with people. The HR manager deals with changes and challenges such as: Industrial relations

The HR function is recognised for contributing to the bottom line (final result). There is a need for HR managers to create a better understanding among line managers of the valuable contribution to be made by HRM and to adopt strategies to improve their relationship with the line managers. The...

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Humanresource planning is the process of anticipating and
carrying out the movement of people into, within, and out of
the organization. Humanresources planning is done to achieve
the optimum use of humanresources and to have the correct
number and types of employees needed to meet organizational
goals.
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not only to proper utilization, but also reduces excessive labor
turnover and high absenteeism, and improves productivity.
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the skill, knowledge and labor time requirements of the
organization, and initiating action to fulfill or ‘source” those
requirements. Thus, if the organization as a whole or one of its
subsystem is not performing to the benchmark, in other words,
it is declining, it may need to plan a reduction or redeploys its
existing labor force.
On the other hand, if it is growing or diversifying, it might
need to find and tap into a source of suitably skilled labor .
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2. What is strategic planning?
Strategic planning is the process of taking inputs (information), organizing and making sense of that information, and producing an output (the plan) that covers a long period of time, and maps out the strategies, goals, and objectives for that period of time, that are expected to keep the organization focused, unified, and likely to succeed in the future, and over a long period of time.
3. What is strategic humanresourcemanagement?
SHRM can be defined as the linking of the HR with strategic goals and objectives in order to improve business performance and develop organizational culture that foster innovation, flexibility and competitive advantages. In an organization SHRM means accepting and involving the HR function as a strategic partner in the formulation and implementation of the company’s strategies through HR activities such as recruiting, selecting, training, and rewarding personal.
4. Explain the linkage between strategic planning...